2020BUSINESS PLAN - Tourism Victoria
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2020
BUSINESS PLAN
CREDIT: HARBOUR AIR
TABLE OF CONTENTS
Message from the President and CEO ................................................................................................................. 3
Business Plan Overview ....................................................................................................................................... 4
Business at a Glance............................................................................................................................................. 6
Destination Greater Victoria Strategy Map.......................................................................................................... 7
Markets at a Glance............................................................................................................................................ 11
Key Initiatives 2020............................................................................................................................................. 16
Major Industry Events for 2020.......................................................................................................................... 20
Business Activities
Corporate Communications and Destination Management........................................................................ 21
Consumer Marketing and Travel Media...................................................................................................... 22
Travel Trade B2B.......................................................................................................................................... 25
Business Events Victoria (BEV).................................................................................................................... 27
Major Events and Conferences ................................................................................................................... 30
Visitor Services............................................................................................................................................ 32
Greater Victoria Sport Tourism Commission............................................................................................... 34
Research and Governance................................................................................................................................. 36
2020 Enterprise Balanced Scorecard ................................................................................................................ 37
Budget Overview................................................................................................................................................ 39
2
MESSAGE FROM THE CEO
As summer turns to fall each year, our team is hard at work building a business plan to
maximize our visitor economy - growing our industry responsibly and sustainably year-
round. It is satisfying to reflect on what we have accomplished in the past several years. We
reflect on the past as we look for new innovations and opportunities, and build a plan with
associated budgets and balanced scorecard targets from the ground up in a process called
“zero-based budgeting.”
If 2019 taught us anything it is not to take growth in our industry for granted. While
experienced industry practitioners and destination marketers know that our business is
cyclical and growth can never be assumed, it may be easy to take the business for granted
when we have steady year-over-year growth as we experienced in Greater Victoria from
2013 to 2018. While 2018 was a fantastic year, as the tourism board we knew when entering
2019 that it would not replicate 2018 due to the many one-time conventions, events and
sports tourism opportunities in that year. Like much of Western Canada, Greater Victoria
experienced softer than expected tour and transient (last-minute independent) business in
2019. It will still be a healthy tourism year - likely the second- or third- best in recent memory – but as expected we will not
reach the heights of 2018. Full 2018 business results will be analyzed and shared in our 2019 Annual Report due in spring
2020.
Whereas Destination Greater Victoria started 2019 with justified trepidation, we commence 2020 with cautious optimism.
We have a much stronger foundation of meetings and convention business in 2020 than we did in 2019. This business is also
well-distributed across the year. Industry players are adjusting to be more competitive with tour and travel business, and
we are refreshing and revising all aspects of our marketing program to drive improved results in our short-haul marketing
efforts.
We are also keenly aware of risks in our macro-economic environment. Recovery of the Greater Victoria visitor economy has
been strong and sustained. At a certain point in time this economic growth was expected to slow and the visitor economy
would experience a downturn. One of our main international source markets, Germany, experienced a technical recession
this year due to decreased orders in its manufacturing and software industries. Moreover, we are keenly aware that there
are major disruptions possible in important long-haul markets such as China and the United States due to trade tensions.
Brexit, however resolved, will put short-term constraint on travel from the United Kingdom as that country adjusts to new
international relationships. Election years in the United States are traditionally softer travel years, and we have ongoing
tension between British Columbia and Canadian oil-producing provinces such as Alberta and Saskatchewan. These all
represent important source markets for Greater Victoria’s visitor economy.
Greater Victoria remains a beacon of travel, conference and hospitality excellence. There is tremendous desire to visit
and high satisfaction among customers that do. The entire Destination Greater Victoria team contributed to this plan and
are prepared to work hard to execute it. In 2020 Greater Victoria will host some important events, such as GoMedia 2020
(Destination Canada’s global media conference), the Travel and Tourism Research Association’s 50th Annual International
Conference and the prestigious CanSPEP meetings conference.
This will be year four of our five-year 2017-2021 Strategic Plan. A priority for 2020 will be to receive input and craft our
next five-year plan, with the support of our accommodation sector, industry at large, Greater Victoria residents, and
elected officials. We will engage in a meaningful process and there is already broad agreement on key themes, such as the
importance of sustainability.
Destination Greater Victoria is proud of its 2020 Business Plan and looks forward to executing this plan together with our
partners.
Sincerely,
Paul Nursey
CEO, Destination Greater Victoria
3
BUSINESS PLAN OVERVIEW
SETTING THE SCENE
Destination Greater Victoria has a highly motivated management team and staff dedicated to delivering its mandate through
the vision and mission statements:
Vision: Destination Greater Victoria will be internationally recognized as a leader in sustainable tourism development,
ensuring Greater Victoria remains one of the top destinations in the world.
Mission: We inspire the world to experience our destination.
Destination Greater Victoria has had this vision statement since 2017, as the industry and community balance
responsible growth and sustainability. This is done in lock step with the community, while remaining competitive with
other destinations worldwide. This is a delicate balance, but as an industry association that is also supported, enabled
and working in partnership with local governments, the organization is up to the challenge.
DESTINATION GREATER VICTORIA
BRAND FAMILY
Marketing Communications
& Distribution
2020: YEAR FOUR OF A FIVE-YEAR PLAN
In 2017, Tourism Victoria (now Destination Greater Victoria) renewed the long-term Municipal and Regional District Tax
(MRDT) funding agreement. The agreement is similar to other MRDT agreements for destinations in British Columbia,
but also includes responsibility for sales and marketing of the Victoria Conference Centre as it embarked on an ambitious
five-year plan entitled: Accelerating Growth and Community Prosperity: A Roadmap for a Prosperous and Vibrant Tourism
Industry in Greater Victoria.
The plan was designed to cement recovery of the visitor economy, which commenced in 2014. The goal was to structurally
shift the industry from less reliance on the summer season to becoming a more year-round destination, address the need
to balance the portfolio by having multiple segments performing well simultaneously (i.e. leisure tour, leisure transient,
meetings and conferences, and sports), and providing the business and policy case for private and public investment in the
visitor economy.
4
THE KEY OBJECTIVES OF THIS PLAN REMAIN
1. Grow Rate and Volume: Destination Greater Victoria will focus efforts with an emphasis on driving revenue and yield.
2. Address Seasonality: Promote Greater Victoria as a year-round destination by capitalizing on shoulder season and off-
peak season opportunities.
3. Destination Management: Work with industry and government on select, critical policy and supply-side drivers of
destination success.
4. Tell Tourism’s Story: Increase appreciation and support for Greater Victoria’s vibrant visitor economy.
SUCCESS AGAINST THE BUSINESS TARGETS
Destination Greater Victoria’s current Strategic Plan covers the period from 2017 to 2021. Three years have been completed
with significant success in achieving business targets. In some cases, many five-year goals have been achieved. However,
we are reminded that our industry is cyclical and business can never be taken for granted. The following table provides
a snapshot of where Destination Greater Victoria currently is relative to various targets originally set out in the five-year
Strategic Plan.
ORIGINAL TARGET ORIGINAL DESCRIPTION RESULTS TO DATE ANALYSIS
Reach and maintain Greater Victoria reached record Hotel occupancy rate in Greater This metric ensures Greater
an average occupancy of 70.1% in 2015. A Victoria has exceeded the 72.2% Victoria benefits from a sufficient
occupancy rate target occupancy rate of 72.2% target each year since 2015. From volume of visitors to ensure
of 72.2% on a provides a stretch target. 2016 the average annual rate has been year-round vibrancy, allowing the
consistent basis. 74.7%, with a high of 76.4% for 2018. accommodation sector to re-invest
consistently.
Grow RevPAR in Greater Victoria reached RevPAR RevPAR for Greater Victoria hotels has This target drives a focus on yield
Greater Victoria to of $103.65 in 2015 demonstrating exceeded the $110 target each year and ensuring Greater Victoria
$110 by 2021. a very significant increase over since 2015. From 2016 average annual attracts customer segments with
2014 when RevPAR was $90.24. RevPAR has been $128, with growth resources and returns to benefit
It is important to consolidate this each year and a high of $141 in 2018. all segments of the industry, from
growth and provide incremental hotel operators to farmers’ markets
lift. and all businesses in between. Our
success in this area demonstrates
the significant revenue contributed
into the visitor economy.
Reach and maintain This target will allow businesses, Off-peak season occupancy rate in We have achieved the goal of
an average off-peak shops and services to remain Greater Victoria has exceeded the increasing business to the shoulder
season occupancy open year-round, adding to the 59% target each year from 2016. The and off-peak seasons. This has
rate of 59%. vibrancy and excitement of our average rate has been 62.7%, with been concerted strategic work and
destination. growth each year and a high of 64.6% we are proud that our small and
in 2018. medium sized businesses have a
more stable and vibrant year-round
customer base.
Tell Tourism’s Story. Work with partners to increase The target was set prior to benchmark This metric was last measured in
appreciation for the Experiential information being available. 2018 through a survey by Insights
Tourism sector in Greater Victoria Benchmarking demonstrated West, which showed 98% of
by 8% between 2017 and 2021. extremely high support for tourism residents support the tourism
and significant work has been done to industry in Victoria. This will be
maintain appreciation. measured again next year as we
prepare to develop the 2022-2026
Strategic Plan.
5
BUSINESS AT A GLANCE
Delivering strategy on addressing seasonality.
From 2014 to 2018, occupancy rate in Greater Victoria has increased every month but growth is most pronounced in the
shoulder and off seasons.
PERCENTAGE GROWTH IN OCCUPANCY RATE FROM 2014 TO 2018
35
30
25
20
15
10
5
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC ACROSS
YEAR
Similarly, from 2014 to 2018 there has been substantial growth in RevPAR with shoulder and off season increases greater
than for peak season.
PERCENTAGE GROWTH IN REVPAR FROM 2014 TO 2018
100
90
80
70
60
50
40
30
20
10
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC ACROSS
YEAR
Source: Chemistry Consulting Group - Victoria Tourism Bulletins
6
DESTINATION GREATER VICTORIA STRATEGY MAP
STRATEGY FOCUSED
Destination Greater Victoria is a strategy-focused organization and pursues its business plan vigorously to achieve desired
business results for its member businesses. Destination Greater Victoria also measures return on investment (ROI) on every
initiative and adjusts its tactical plans accordingly.
FINANCIAL
Growth Rate & Volume
CUSTOMER
Differentiated & Impactful
Marketing Focus on Key Customer
Address Seasonality
Segments
INTERNAL PROCESSES
Emphasize Budget on Core
Streamline & Simplify Processes to
Leverage Technology Functions of Sales, Marketing &
Become a Lean Organization
Visitor Centre
PEOPLE & GROWTH
Increase Skills and “A” Player in Every Seat Passionate &
Close Gaps Engaged Staff
FOUNDATION
Strong Tourism Industry/Membership
Robust Governance Sustainable Funding
Brand Support
Environmental
Destination Management Telling Tourism’s Story
Sustainability
7
TRANSLATING STRATEGY INTO EXECUTION
Destination Greater Victoria subscribes to Kaplan and Norton’s Strategy Focused Organization to translate objectives into
measurable outcomes. As such, we use Balanced Scorecard as a performance management framework and have for many
years. Balanced Scorecard is a performance metric used in strategic management to identify and improve various internal
functions of a business and resulting external outcomes. Balanced Scorecard is used by the most successful organizations
and Destination Greater Victoria will continue to use it as an evaluation framework moving forward.
Destination Greater Victoria is constantly looking to improve its performance management system and for the 2020 Business
Plan there are several refinements:
• More stretch in targets where possible and in some instances Destination Greater Victoria has incorporated multi-year
BHAG (Big Hairy Audacious Goals) goals staggered over three years. This provides needed robust stretch targets that
can be refined each year, while not causing attainability issues that might demotivate some staff.
• Introducing multiple year targets: Where appropriate to drive the highest and best returns, Destination Greater
Victoria has included three-year targets. Realistic, achievable targets are set, but in past years targets were in some
cases achieved part way through the year. As Destination Greater Victoria continues to refine and improve its business
knowledge and processes to drive results, this issue can be resolved by creating multi-year targets.
• Further emphasis on environmental standards: In 2019 Destination Greater Victoria started to measure carbon footprint
and offset all flights for its staff as well as customers hosted. In 2020 Destination Greater Victoria intends to go further
and will develop a pathway to carbon neutrality by 2021. To demonstrate the importance of this work it is written into
Balanced Scorecard targets.
8
PARTNERSHIP AS CRITICAL DRIVER OF SUCCESS
Destination Greater Victoria works with myriad partners to advance mutual goals of a sustainable, year-round, vibrant visitor
economy that serves and benefits Greater Victoria residents. Destination Greater Victoria’s partners are highlighted here.
Funding Partners
Strategy
Sweet Spot VICTORIA HOTEL DESTINATION
MARKETING ASSOCIATION
PNWER
Policy Partners Marketing Partners
PREPARING TO DEVELOP THE 2022 – 2026 PLAN
While this document outlines plans for 2020 and year four of the current five-year 2017-2021 Strategic Plan, the CEO,
Board and Executive Team will also begin substantive work on the next five-year plan in 2020. Under the MRDT Guidelines,
Destination Greater Victoria must have its 2022-2026 plan with required approvals (by hotels, municipalities, and the
regional district) submitted to Destination British Columbia by June 30, 2021. In the past, five-year plans have generally been
industry plans supported by local governments. The new best practice is to involve residents and gain their input, along with
input from industry and governments, to form a holistic plan with broad support. These are often referred to as “Tourism
Master Plans.” Given the vital importance of industry, residents and governments aiming for the same goals, Destination
Greater Victoria intends to partner with a world-leading consultancy in order to create a robust process to develop the 2022-
2026 strategy. This is planned for and resourced in the 2020 budget.
9
2019 – A REMINDER THAT GROWTH IS NOT TO BE TAKEN FOR GRANTED
The decline in contracted conference business as well as declines in the tour and transient segments produced lower results
for Q1 and Q2 2019 compared to 2018. However, it should also be noted there were equivalent or greater declines in the tour
and transient segments across Western Canada. Long-term the visitor economy is a growth industry but it is important to un-
derstand business is cyclical and operates in a highly-competitive global environment.
MARKET SITUATION ANALYSIS
After six years of consecutive growth, there has been a slight decline in key visitor economy indicators in 2019. Destination
Greater Victoria staff have identified in the following contributing factors to the decline:
1. Significant one-time events in 2018 not returning in 2019, including IIHF World Junior Hockey, Jehovah Witness
Convention and World Aviation Road Race. It should be noted that Northwest Deuce Days supported business in July
2019.
2. Natural Business Cycles: Global growth is slowing and major economies such as Germany entered technical recession in
2019.
3. Disruption in the global aviation system due to Boeing 737 Max challenges.
4. Global tour operators focusing on other parts of the world, as well as price sensitivity in the market. It is important to
note that bankruptcy of Thomas Cook Group and ongoing challenges of Cox & King underpin the structural vulnerability
of this segment.
5. Transient (short-term independent) business started the year strongly but declined in June. This is probably tied to
eroding consumer confidence.
6. Measured decreases in travel intention. A recent survey of Washington residents’ showed that since 2018 there has
been a decline in intent to travel generally, including 14% less intent to visit Victoria over the next 12 months. Results
for Vancouver and BC were similar. Although likelihood of visiting Victoria remains almost 30% above the 2014 baseline,
the trend towards less travel in 2020 is being reported widely in the US.
7. Political disruptions in source markets such as Alberta and China.
8. Increased competition in key source markets.
9. Approaching capacity in key transportation linkages such as BC Ferries Route 1.
Despite these disruptions, 2019 will likely be the second or third strongest tourism year in Greater Victoria. This is due to
consistent investment in source markets and notable strength in meetings and conference business in Q4 2019. This will also
translate into business on the books in 2020.
Despite these challenges, Greater Victoria is still in a strong situation compared to many of its competitors. Greater Victoria
has strong destination awareness, an improving sales team, and is situated in a wealthy and vibrant part of the world near
key short-haul sources markets. Destination Greater Victoria and its partners have the ability to influence visitation with
sustained marketing and sales campaigns within these markets.
10MARKETS AT A GLANCE
2018 VISITOR ORIGIN*
Top Canadian Provinces
13% 1. British Columbia
2. Alberta
Overseas
3. Ontario
TOP USA STATES
22% 1. Washington
USA 2. California
58% 3. Oregon
Canada
TOP OVERSEAS AREAS
1. Europe
2. Asia/Pacific
2017 MARKET SOURCES**
BRITISH COLUMBIA 41%
ALBERTA 9%
ONTARIO 5%
EUROPE 8% WASHINGTON 10%
CALIFORNIA 5%
ASIA/PACIFIC 6%
OREGON 1%
*
Source: Statistics Canada NTS and VTS data 2018.
**
Source: Statistics Canada ITS and TSRC data 2017.
11REVIEW OF SOURCE MARKETS
A prudent step in business planning is to review the underlying assumptions and drivers of each source market. Using a
variety of empirically driven inputs (i.e. market size, transportation access, response to past marketing campaigns and
digital effectiveness), as well as qualitative inputs such as competition and support in that market from senior destination
marketing organization partners, we have undertaken a comprehensive analysis of potential source markets.
The rankings of our key source markets are:
RANKING KEY SOURCE MARKETS
TIER A MARKETS: ACTIVE INVOLVEMENT TIER B MARKETS: SECONDARY PRIORITY
LIMITED INVOLVEMENT (B2B SALES,EVENTS)
BRITISH COLUMBIA OTHER BRITISH COLUMBIA
Vancouver and BC Lower Mainland Vancouver Island, Okanagan, Kelowna
WASHINGTON ALBERTA
Seattle and Western Washington Edmonton
ALBERTA QUEBEC
Calgary Montreal
ONTARIO CALIFORNIA
Toronto Los Angeles
CALIFORNIA OREGON
San Francisco Portland
OTHER US
Denver, Dallas
REVIEW OF CREATIVE APPROACH
Transient business across Western Canada declined from June 2019. At this time the management team worked with our
creative agency to review Destination Greater Victoria’s marketing and creative approach. Through discussion and analysis
it was agreed that as a marketing organization Destination Greater Victoria would move slightly higher in the customers
“journey to purchase” and focus on inspiration and trip planning in 2019. This will widen the “sales funnel” and provides
more opportunity for conversion. Through 2016, 2017 and 2018, Destination Greater Victoria’s work was focused on
conversion tactics, closing sales and efficiency of the visitor’s investment. This is a wise marketing strategy when there is
already strong underlying demand. However, in more challenging economic environments the number of potential prospects
for a destination needs to increase. In 2020, creative approaches will be more inspirational, focused on competing against
other destinations directly as opposed to conversion of those already interested in visiting Greater Victoria.
12MARKETING FUNNEL
AWARENESS
INTEREST
LEAD
GENERATION
CONSIDERATION
INTENT
LEAD
NURTURE
MARKETING
EVALUATION
PURCHASE
CONFERENCE BUSINESS OUTLOOK FOR 2020
CWT Meetings and Events 2020 Future Trends Report indicates the industry sector is expected to grow 8% in 2020. Business
Events Canada’s National Pace Report also indicates a positive trend for 2020 conference bookings. Destination Greater
Victoria is forecasting a strong year for conference business, especially citywide conferences.
Examples include:
February 25-29, 2020 Canadian Rheumatology Association Annual Scientific Meeting
April 3-5, 2020 Moving Trans History Forward
May 28-30, 2020 Canadian Brewing Awards
June 5-6, 2020 Canadian Women in Medicine
June 15-18, 2020 Travel and Tourism Research Association Conference
November 3-6, 2020 First Nations Health Managers Association National Conference
VICTORIA CONFERENCE CENTRE: CITYWIDE CONFERENCES BY COMPARISON
Citywide Conferences are defined as having at least 400 delegates and are typically headquartered at the Victoria
Conference Centre with accommodation spread across multiple hotels. The number of citywides in Victoria by year are:
2018: 30
2019: 29
2020: 35 (projected) There is also a possibility of three additional bookings for a potential total of 38.
13CONFERENCES WITH ROOM COMPONENT
Includes citywides and all smaller conferences that require hotel room blocks.
2018: 63
2019: 66 (plus two additional tentative bookings)
2020: 66 (plus ten additional tentative bookings)
VICTORIA CONFERENCE CENTRE DELEGATE DAYS
2018: 121,430
2019: 113,000 (projected)
2020: 122,000 (projected)
ECONOMIC SECTOR STRATEGY
To align with the priorities of Business Events Canada, Destination Greater Victoria will work in partnership to align sales
efforts focused on the federal government’s priority economic sectors. In Greater Victoria, economic sector strengths are
clean technology and natural resources (ocean and marine). Through integrated marketing campaigns and local expertise,
Destination Greater Victoria will leverage its strengths in hosting conferences from these sectors. In September 2020,
Destination Greater Victoria will participate at the BEC Signature Innovate Canada Event to showcase the strength of Greater
Victoria’s Ocean/Marine Sector and connect the organization with qualified international buyers from this sector.
SPORTS TOURISM OUTLOOK FOR 2020
Completing its second year and heading into its third year, the Greater Victoria Sport Tourism Commission (GVSTC) continues
to become a highly effective resource for sport tourism in the region. Through collaboration with the sport community
and event sponsors, an exciting array of provincial, national and international events will occur in 2020, including the
Pan Am Cross Country Championship, the Canadian Cyclo-Cross Championship as well as bids for high-visibility golf and
basketball events. The GVSTC has been the primary driver in Greater Victoria’s bid for the 2022 or 2024 Invictus Games.
Overall, Destination Greater Victoria expects the landscape for sport tourism to continue to improve as the GVSTC refines its
partnership and bidding expertise. In its short existence, the GVSTC has developed deep partnerships with entities such as
the University of Victoria to successfully bid on and win multiple events.
It should be noted that the Greater Victoria area has lost some national training facilities in the past year, such as rowing
and swimming. While it is not the GVSTC’s mandate to maintain or bid for these facilities, we do recognize that these losses
represent setbacks in the local sports landscape.
The Greater Victoria Sports Tourism Commission is a division of Destination Greater Victoria but operates with a significant
degree of autonomy to ensure it represents the interests of both the sports and tourism industries, as well as mutual
government partners. The GVSTC has developed a robust base of 60 members, from which an advisory committee of 15 is
drawn.
14LEISURE BUSINESS OUTLOOK FOR 2020
According to the Conference Board of Canada, travel to the top metropolitan regions in 2019 and 2020 was expected to
increase between 1.6% to 3.3% over 2017 numbers. The Conference Board of Canada will release updated projections for
2020 in January 2020. Overall leisure travel growth is expected to be muted with only modest growth expected.
Upside Potential:
• Ongoing interest in travel worldwide.
• Strong employment numbers in North America.
• Canada, BC and Victoria maintain positive brand identities.
• Possible return to full aviation capacity due to the 737 Max issues being resolved in 2020
• More balanced and predictable travel trade results in 2020.
Downside Risk:
• Global economic environment continues to move towards recession.
• A variety of pressures on household incomes.
• Ongoing tensions between Canada and China.
When all factors are considered, it is evident that leisure travel has grown considerably between 2013-2018. Growth in the
medium-term will be more muted with a possible decline if the overall economy moves into recession.
While Destination Greater Victoria will compete vigorously for leisure business – both in travel trade and transient short-haul
business – it will be prudent and diligent in its efforts to build a foundation of meetings and group business. This is to ensure
the destination is not overly reliant on leisure business at any time during the year.
15KEY INITIATIVES FOR 2020
In addition to the foundational initiatives that are outlined in the business plan, each business year has a series of key
initiatives which will help drive success for members, industry and Destination Greater Victoria’s government partners.
The following section outlines these priorities and provides insight about how they achieve Destination Greater Victoria’s
strategic priorities.
EXPERIENCES STRATEGY
Partners such as Attractions Victoria, hotels and spas, culinary and others could be invited to participate and partner in an
initiative which in time may become a foundational competitive advantage. These include bespoke itineraries to extend
length of stay and maximizing time-of-day and time-of-week strategies. For the sake of the 2020 Business Plan the key will
be to scope a project in collaboration with Destination Greater Victoria’s partners, building a robust business case and plan,
as well as a full risk assessment.
GREATER VICTORIA POSSIBLE INTEGRATION
EXPERIENCES STRATEGY
1. FOCUS GROUP DESTINATION
MEMBERS, PARTNERS 2. SURVEY BC
TOURISM SUPPLIERS TNP / DATA HUB
3. INDUSTRY BEST PRACTICE
4. DGV BOARD BRIEFING
5. ADHOC COMMITTEE
MAJOR CONFERENCES AND EVENTS
The Major Conferences and Events program is designed for Greater Victoria to benefit from ongoing programs and platforms
that drive meaningful, predictable and ongoing business with a focus on the off-peak season. These major conferences and
events are owned or partially owned by Destination Greater Victoria to ensure they are stable, community-oriented and
permanently based in Greater Victoria.
For the past two years, the Major Conferences and Events program has operated two platforms:
• IMPACT Sustainable Travel and Tourism Conference
• Capital City Comic Con
In addition, it has supported events such as Northwest Deuce Days and in 2020 it will turn its attention to executing two
additional platforms.
• 2021 55+ BC Games. The event takes place in September 2021.
• Global Garden Tourism Conference. The inaugural event will occur in October 2021.
16BUSINESS EVENTS VICTORIA CUSTOMER ADVISORY BOARD
2020 will mark the second year that Destination Greater Victoria’s Business Events unit will work with its Customer Advisory
Board in order to improve the competitiveness of Greater Victoria’s meetings offerings.
The Customer Advisory Board (CAB) was created to act as a sounding board and advisory network for Destination Greater
Victoria’s Business Events business unit. The goal is to further develop Business Events Victoria’s (BEV) strategic plans and
improve its competitiveness.
The CAB’s main objectives are to:
• Help orient BEV’s strategies and actions and assess them against the competition.
• Act as council to BEV and give feedback on marketing initiatives.
• Act as ambassadors for Destination Greater Victoria within the business events market globally.
• Inform BEV of any market intelligence and developing trends.
Twelve (12) members were recruited; five Canadian associations, two US/International Associations, one US corporate, two
Canadian third party and two US/International third party planners.
CAB meets in-person once a year over two days and also schedules quarterly conference calls to discuss and share updates
to strategic plans and discuss market intelligence. Throughout the year, CAB members are connected and engaged with BEV
during in-market events.
FURTHERING REGIONAL PARTNERSHIPS
Canadian Experiences Fund – Agritourism Initiative
The Canadian Experiences Fund (CEF) supports communities across Canada as they create and enhance tourism products,
facilities and experiences. Delivered through Canada’s regional development agencies, this two-year fund helps Canada’s
tourism sector innovate and grow by providing targeted investments based on regional priorities:
• Winter and shoulder-season
• Indigenous
• Inclusiveness, especially for the LGBTQ2 community
• Rural and remote communities
• Farm-to-table, also known as culinary tourism
Eligible CEF proponents could be non-profits, for-profit businesses, local governments, local development agencies, or other
organizations provided they are in line with the relevant regional development agency’s contribution programs and related
terms and conditions.
Through this program, Destination Greater Victoria applied for and successfully secured funding to celebrate and support
an agritourism initiative which will link producers in Saanich and the Saanich Peninsula through to the mainstream visitor
economy. Destination Greater Victoria will work with partners to initiate two years of marketing campaigns to build upon
the work of the Capital Food and Agriculture Initiative Roundtable (CRFAIR) Flavour Trail program and expand it across the
Saanich Peninsula, as well as providing product knowledge training for producers and operators interested in preparing their
operation for the highly-lucrative meetings, conference and incentive market.
Capital Region Food and Agriculture Initiative Roundtable (CRFAIR) Agri-tourism Strategy
In 2018 Destination Greater Victoria and CRFAIR formed a partnership to promote CRFAIR’s Flavour Trails
program. Flavour Trails is an annual celebration in August of food and wine on the Saanich Peninsula.
Destination Greater Victoria is a sponsor of the event and it is a great way to promote our members in
the area. Earlier this year Destination Greater Victoria and CRFAIR applied to Western Economic Diversification Canada’s
Canadian Experiences Fund to further develop agri-tourism on the Saanich Peninsula. The application was successful, and
we were granted up to $220,000 to develop and promote agri-tourism on the Saanich Peninsula. The Saanich Peninsula has
incredible potential as a regional tourism destination and its restaurants, wineries and natural beauty make it a short and
attractive daytrip for visitors staying in the downtown core. We look forward to building on the success of Flavour Trails and
working in close partnership with CRFAIR in 2020.
17Vancouver Island Trade Consortia
In travel and tourism, a consortium refers to an organization or network made up of independent travel agents and agencies.
Consortia negotiate with hotels, resorts, cruise lines, and other suppliers on behalf of their agent members and often work
under a common brand platform for their mutual benefit. Consortia can be a series of independent agents or wholly owned.
Examples include AAA/CAA, Virtuoso and Signature Travel Network. It is important to work with travel agency consortia as
they are close to the customer and have unified marketing and sales platforms. Destination Greater Victoria has had some
involvement with consortia over the last number of years and has recently worked in collaboration with Tourism Vancouver
Island and other DMOs to create a new program to enhance combined efforts in order to be more impactful with consortia
partners. Destination Greater Victoria looks forward to working constructively on this new partnership.
Marketing Partnership with Tourism Cowichan
The Cowichan Valley is another emerging culinary destination on southern Vancouver Island. Tourism
Cowichan has done a tremendous job building and promoting tourism in the region. However, Tourism
Cowichan also has a vision to build on their existing strong brand. They released a request for proposals (RFP) for a
consultant or organization to create more marketing and promotional materials and events, and ensure the Cowichan
Valley is top of mind for travelers to Vancouver Island. Destination Greater Victoria has had members in the Cowichan Valley
for many years and bid on the RFP. In July 2019 Destination Greater Victoria was announced as the successful proponent.
Tourism Cowichan can now utilize Destination Greater Victoria’s in-house marketing expertise and human resources while
Destination Greater Victoria can further support our membership in the Cowichan Valley and better promote regional
tourism to the area. This business focus on the Cowichan Valley will grow and mature in 2020.
18SUSTAINABILITY COMMITTEE
At the request of the Hotel Association of Greater Victoria, Destination Greater Victoria will set up a sustainability committee
with the purpose of improving the overall sustainable approach to Greater Victoria’s visitor economy. Many businesses
already have sustainable practices. Destination Greater Victoria will work collaboratively to research best practices, codify
expectations, and apply to a globally recognized accreditation body that assesses and benchmarks the industry. Once this
plan is approved, it is Destination Greater Victoria’s intention to form a committee with members from the Hotel Association
of Greater Victoria, Attractions Victoria, the Victoria Chapter of the Hotel and Restaurants Association, the Greater Victoria
Harbour Authority, Victoria International Airport Authority and other stakeholders.
REVIEW OF MEMBERSHIP CATEGORIES AND STANDARDS
Like most tourism boards and convention & visitors bureaus across North America, Destination Greater Victoria is a
membership-based association. Membership requirements are not onerous for these organizations and usually include
a local business license. Destination Greater Victoria also requires a Goods and Services Tax number. These measures are
designed to ensure members are legitimate businesses.
However, with the advent of the sharing economy and more scrutiny on the industry, Destination Greater Victoria through
its Finance and Membership Committee has begun work for membership requirements to be more rigorous, with a medium-
term goal of ensuring members are following appropriate regulations from all levels of government and understand the
expectations of working with the official tourism board.
Some measures taken to date include:
• Have all new members acknowledge and countersign the Members Code of Conduct.
• Engaging an expert consultant to work with Destination Greater Victoria’s management team to identify membership
categories where further scrutiny around regulations and risk management is required.
Destination Greater Victoria expects this work to be completed in 2020, followed by Board and Committee review and
approval.
19MAJOR INDUSTRY EVENTS FOR 2020
A significant emphasis of achieving our collective goals is to attract major visitor economy related business-to-business
events and conferences. These perform double functions by providing immediate economic impact towards our goals of
the current business year, and also providing business-to-business platforms to raise the profile of tourism related business
opportunities or showcase our innovation and ability to do business in our sector. Working in partnership with the Victoria
Hotel Destination Marketing Association, Destination Greater Victoria has bid on and won the following major industry
events for Greater Victoria for 2020:
GOMEDIA CANADA
GoMedia Canada Marketplace is the conference for Canadian travel operators to exchange stories and ideas with
international media. This event is held annually in Canada with a different city hosting each year. Victoria will host the event
September 9 – 13, 2020. 300 international media, influencers and travel industry leaders will attend the conference.
TOURISM AND TRAVEL RESEARCH ASSOCIATION (TTRA) INTERNATIONAL’S 51ST CONFERENCE
As the travel and tourism ecosystem evolves, professionals across the industry and around the world want quality research
to make informed decisions. The Travel and Tourism Research Association (TTRA) provides this information. For more than
45 years, TTRA has been the industry’s leader for evidence-based, global data and analysis. TTRA unites the travel and
tourism research community – university academics, professional practitioners, and users of research – so they can network
and collaborate in person and across borders. Victoria will host the 51st TTRA Conference as they celebrate their 50th
anniversary. The event will be larger than most years with many retired members joining the celebration. It is expected there
will be 250 to 300 delegates attending the conference from June 16 – 18, 2020.
CANSPEP
The Canadian Society of Professional Event Planners (CanSPEP) is a dynamic, diverse and innovative society of independent
event professionals and a leading national voice in the event industry. It is the only association in Canada that offers an
exclusive membership to independent event planner entrepreneurs. Formed in 1996, the association provides forums in
which members exchange ideas, develop skills through educational programs and create public awareness around the
profession of event planning. While membership is only open to event planners, the association offers industry suppliers an
opportunity to showcase their products and services to Destination Greater Victoria members through various advertising
and sponsorship opportunities. It is expected there will be over 100 meeting planners attending the conference from April
23 – 25, 2020.
GoMedia Canada 2019 in Ottawa
20BUSINESS ACTIVITIES
CORPORATE COMMUNICATIONS AND DESTINATION MANAGEMENT
STRATEGY
Develop and execute on public communications and stakeholder relations that align with strategic direction of Destination
Greater Victoria. This strategy is informed by the Destination Greater Victoria Strategic Plan 2017-21, as well as
considerations specific to the issue or goal of public commentary. Corporate communications occur through local media and
social media to highlight the positive contribution of tourism in the Greater Victoria economy, as well as showing support for
Destination Greater Victoria members as needed.
The focus of destination management is to promote the Greater Victoria visitor economy as beneficial to the wider
community as well as a healthy resident-visitor interface. Destination Greater Victoria operates in an area of public
scrutiny. It must continually demonstrate to local policymakers, stakeholders and the public at large its value marketing the
destination.
TACTICS
• Tell tourism’s story throughout the year and specifically during Tourism Week.
• Reinforce success and key messages in local media and social media.
• Highlight common goals and priorities Destination Greater Victoria has with other local stakeholders.
• Communicate research and trends in Greater Victoria’s tourism industry and how Destination Greater Victoria is
capitalizing and adapting to changes in the local tourism economy.
PARTNERSHIPS
City of Victoria, District of Saanich, BC Ferries, Victoria Airport Authority, Greater Victoria Chamber of Commerce, Downtown
Victoria Business Association, Greater Victoria Harbour Authority, Tourism Industry Association of BC, Destinations
International.
SOURCES OF FUNDING
• MRDT, membership revenue
TIMEFRAME
• Year-round
PERFORMANCE
All performance measures in the Balanced Scorecard Framework. These include:
• Number of local media placements
• Number of political briefings/opportunities
21BUSINESS ACTIVITIES
CONSUMER MARKETING AND TRAVEL MEDIA
STRATEGY
Drive incremental yield to the region, focusing on measurable room night increases in the shoulder seasons and off-peak
season and delivering value to our stakeholders. Collectively, the Marketing and Communications team focuses on six
strategic priorities:
1. Promote Greater Victoria as a compelling, year-round destination.
2. Increase length-of-stay to boost destination revenues.
3. Drive strong call-to-action (CTA) and promote measurable conversion.
4. Leverage partnerships and co-investment opportunities with Destination BC, Destination Canada and other entities that
align with Destination Greater Victoria’s objectives.
5. Drive measurable visitation to Destination Greater Victoria-owned conferences and events.
6. Enhance the promotion of the Greater Victoria area to drive regional disbursement.
MARKETING BUSINESS TO CONSUMER (B2C): ADVERTISING, B2C PROMOTION ACTIVITY
AND CONTENT MARKETING
STRATEGY
Following the 2018 destination brand strategy work, 2019 marketing efforts used new brand assets and brand
communications. The refreshed look, tone-of-voice and brand story has brought consistency to our marketing messaging
and will ensure increased destination sentiment index in 2020. However, business trends demonstrate that as we prepare
campaigns for 2020, we will need to focus again on generating more awareness and interest than we did in 2019.
TACTICS
In 2019, we shifted to deliver an always-on approach, with increased activity in the shoulder seasons and off-season. The
need to increase awareness and interest in future years will mean consideration of more disruptive tactics. Marketing will
continue through peak periods with efforts such as social media; however, paid marketing campaigns will be activated in
the shoulder seasons and off-peak season. Our marketing activity will leverage in-house creative production, using the very
best and most current assets. The marketing tactics are aligned with the organization’s five-year strategic plan and its 2020
enterprise Balanced Scorecard.
1. Grow yield
2. Address seasonality
3. Grow engagement and visits to Destination Greater Victoria website
Driving awareness of the destination on a year-round basis, marketing
efforts will showcase destination experiences and products that result
in bookings. The efforts will include always-on campaign drivers, with
dedicated campaign themes to address the shoulder seasons and off-peak
season.
Data and campaign information will be used to analyze consumer insights,
ensuring budgets are effectively allocated. Digital channels will collect this
information. Where budget allows, integrated traditional media channels
will also be used.
Each campaign will drive a strong call to action. We will invest in attribution-
modeling, enabling us to measure hotel revenues and room nights for
the destination. We will continue to work with member partners to ensure content, offers and value-ads are current and
consumer-centric.
22GEO-MARKETS
Our key Tier A geographical regions driving direct leisure visitation continue to be our primary markets: Seattle, Vancouver
and Calgary; and secondary markets: San Francisco, Toronto and Edmonton.
ACTIVATION
As we develop more research-driven insights, the geographic focus will adjust to more consumer-centric targeting. The goal
is for our campaigns to drive awareness and maximize return-on-investment (ROI) for the region.
Destination Greater Victoria will ensure our destination is top-of-mind for consumers with an intent to travel who reside
near our destination (“short haul”). Seasonal and campaign-specific themes run throughout our marketing calendar,
especially during need-period business. We will also promote destination strengths through our brand strategy, such as our
charm, gardens, mild climate, relaxed pace and uniqueness.
COLLABORATIVE APPROACH
Destination Greater Victoria will work in partnership with our stakeholders and financial supporters, providing platforms to
drive measurable visitation in our accommodations sector. In addition, we will work with Western Economic Diversification
Canada, CRFair, Destination BC and Destination Canada, leveraging budgets and platforms when it aligns with Destination
Greater Victoria’s objectives.
TRAVEL MEDIA: IDENTIFYING AND PITCHING MEDIA OUTLETS, JOURNALISTS AND
KEY INFLUENCERS
STRATEGY
With the continuing growth across key social media channels that inspire travel, the media team now includes a Manager
of Influencer and Media Relations, supported by a Specialist, Media Relations. We will continue to provide support to
traditional media and outlets that increase destination awareness and consumer intent to visit.
TACTICS
The efforts of the travel media team will deliver on three areas in 2020:
1. Earned media
2. Paid media/influencer
3. GoMedia Canada
With the significant shift in the travel media landscape and growth of the social influencer space, we will dedicate budget to
paid influencer visits to those influencers that can demonstrate ROI for the destination.
In the traditional space of earned media, we will leverage the opportunities provided via Destination BC and Destination
Canada in international markets (see Geo-Markets) and will work on stand-alone programs in regional markets.
We will be proactive in pitching interesting and unique Greater Victoria stories to compel media to visit or leverage existing
content for the destination.
232020 IN MARKET ACTIVITIES: TRAVEL MEDIA
MONTH DATES ACTIVITIES LOCATIONS
JAN 22-24 International Media Marketplace New York City
Media Mission San Francisco
APR
Media Mission Los Angeles
Media Mission Toronto
MAY Media Mission Vancouver
Media Mission Seattle
SEPT 9-13 GoMedia Marketplace Victoria
GOMEDIA
GoMedia is Destination Canada’s signature media event that connects international media with Canadian tourism
organizations to drive stories that inspire travel. GoMedia 2020 will be held in Victoria, B.C. in 2020 from September 9-13.
GoMedia Canada consists of face-to-face meetings, thought-provoking networking events, and pre and post event tours
across the host region, shining a media spotlight on our destination with anticipated lift in coverage in 2020-21. Greater
Victoria will host approximately 200 international media and 350 delegates for the event.
24BUSINESS ACTIVITIES
TRAVEL TRADE B2B: PARTNERSHIP PROGRAM, JOINT MARKETING AND SUPPORT
Travel Trade is the sector of the visitor economy where people and companies resell travel products that they have bought
and/or reserved from other parties. It includes tour operators, wholesalers and travel agents. It is the distribution network
for travel composed of these types of business entities.
Destination Greater Victoria supports Travel Trade business-to-business (B2B) relationships through partnership program
support, joint marketing agreements and market support.
STRATEGY
Maintain existing travel trade/B2B relationships and at the same time, leverage these relationships to grow incremental,
shoulder-season business from key international markets. There will be collaboration with tour operator partners to
develop joint marketing agreements that provide a strong ROI and educate local receptive tour operators (RTOs) to sustain
measurable growth year-over-year.
The travel trade segment is complex; each market varies in terms of its requirements, investment and relationships.
Destination Greater Victoria is aligned with Destination B.C. and, to a lesser degree, Destination Canada in long haul/
international markets - ensuring support in markets where Destination Greater Victoria has allocated smaller budgets.
Our objectives focus on positioning the Greater Victoria region as an overnight destination for international consumers
via business-to-business (B2B) channels, building new and interesting itineraries, growing market share from competitive
destinations such as Vancouver and Richmond (based on availability) and showcasing the diverse network of tourism
experiences and accommodations that resonate with our international clientele.
TACTICS
Through Destination Greater Victoria’s core budget, Travel Trade will identify partners, including wholesale and retail
partners with an ability to demonstrate year-over-year sales and room night growth. Efforts related to tour operators and
RTOs will increase in 2020, with a greater emphasis on long-term partnerships. In addition to FAM support, Destination
Greater Victoria will target at least one tour operator or RTO per key market to develop joint marketing-agreements that
deliver incremental growth for the destination during the shoulder seasons and off-season. The joint marketing efforts will
leverage existing direct relationships or build on in-market efforts of Destination B.C. or Destination Canada. Each program
will have set objectives agreed by both parties and provide a minimum of 5:1 ROI.
Travel Trade will collaborate with DMOs on Vancouver Island and develop pan Vancouver Island consortia programs. The
consortia programs will target short haul markets, create new tour programs, increase the total length of stay on Vancouver
Island and build Greater Victoria as the gateway city to Vancouver Island.
Collaboration will continue with Destination BC, other DMOs as well as our members and the City of Victoria and build
the awareness of BC and Greater Victoria as a year-round destination in the Chinese market. Through online and offline
marketing and sales activities in China, Destination Greater Victoria will emphasize shoulder season and off-peak season
overnight stays and attraction visitation in the Greater Victoria region.
Destination Greater Victoria will develop an East Coast sales mission led by the travel trade manager responsible for the
market, with a combination of in-house training opportunities and a hosted Destination Greater Victoria event. Destination
Greater Victoria will leverage Destination Canada marketplaces in China and develop a China sales mission led by the travel
trade manager responsible for the market. The China sales mission will focus on key accounts and in-house training in a tier
1 city. Destination Greater Victoria will also leverage Destination Canada’s marketplace in Mexico and develop a partnership
support program.
Hosting key clients in-person from targeted international markets is a major tactic to showcase our destination. Destination
Greater Victoria will work closely with travel trade partners as well as with Destination B.C. and Destination Canada to
identify specific opportunities that provide year-round revenue for the destination. Destination Greater Victoria will continue
efforts to be more strategic in selecting FAM groups and require a deeper commitment to delivering ROI.
25GEO-MARKETS
Based on research from Destination BC and to a lesser degree, Destination Canada, we will provide market support across
the following international markets:
1. USA (focus on WA, CA and TX as well as national) (Consortia)
2. Canada (Consortia)
3. China
4. Australia
5. Mexico
2020 Performance
6. Japan
Measures
7. South Korea
2020 IN MARKET ACTIVITIES: TRAVEL TRADE B2B
25
Incremental Overnight
MONTH DATES ACTIVITIES LOCATIONS Tour Programs
FEB-MAR RTO sales calls Vancouver
APR Focus Canada Mexico Mexico
MAY 5-8 RVC Quebec City
200
New Business Leads for
JUL RTO sales calls Richmond Members – Leisure
SEPT Canada/US Sales Mission TBD
Showcase Canada China China
OCT 8:1
China Sales Mission China Travel Trade Co-op
NOV Canada West Marketplace TBD Programs ROI
ACTIVATIONS
In addition to working in-market, a continued effort will be made to build on relationships with local, Canadian based RTOs
that provide insight and have an ability to deliver incremental overnight business into Greater Victoria. Destination Greater
Victoria has built a year-long calendar of trade activities that focus on driving business in shoulder seasons and off-season.
The goal is to showcase Greater Victoria as a competitive destination to Vancouver and Richmond, and as a complimentary
itinerary add-on from Seattle that have existing itineraries in Washington.
COLLABORATIVE APPROACH TO BUILDING LONG-TERM CAPACITY
Destination Greater Victoria will work in partnership with its members, providing platforms to drive measurable room night
and experience revenues via travel trade and will work closely with Destination B.C. and Destination Canada, leveraging their
activities and in-market opportunities that align with Destination Greater Victoria’s own corporate objectives. Partnership
activity will be developed with the GVHA and Victoria International Airport to ensure Greater Victoria’s role as a gateway.
26You can also read
